Strategic HRM in Organisations

Strategic HRM in Organisations INTRODUCTION Human Resource Management (HRM) is one of the most importance function in any organisation. The basic function of HRM is managing the people, which in simple clarification is putting right people at right in right time. HRM involves the activities as recruitment and selection, training and development, reward and performance appraisal etc. of an employee. In this assignment, Care Quality Commission (CQC) will be taken as a chosen organisation. CQC is a government funded health care regulating body which is responsible for controlling and monitoring of health care service providers to make sure they abide by the standards and rules and regulations set by the government. Besides CQC is given authority to punish the service providers in case they do not meet the standards. Task 1.1. Definition of Strategic HRM in organisations: Human Resource Management (HRM) is one of the major functions in an organisation for managing people within organisation, focusing on the systems and policies of the organisation (Collings and Wood, 2009). HRM is primarily the systems and processes of recruitment, selection, training and development, appraisals and rewarding of the employees (Paauwe and Boon, 2009). Strategic HRM in todays context, is a necessity for organisations which, according to Wright and McMahan (1992) is a planned human resource deployment and activities that enable an organisation to pursue its goals. Various HRM models have been studied and proposed by different authors. Below is the discussion on some of them. Devanne et als Matching Model of Strategic HRM This model, proposed by Devanne et al (1984) is based on the philosophy of matching (or fit) of HR systems and organisational structure with the organisational strategy, where, HRM strategy and organisational structure follow and feed upon one another and are influenced by environmental forces. The limitation of this theory is that it assumes that organisational controllers act rationally. However, some theorists argue that strategic decisions need not necessarily based on rational calculation. As argued by Boxall (1992), excessive fitting can make a company inflexible and incapable of quickly adapting to external environment, failing to gain competitive advantage. Fig. 1 Devanne et al (1984)s Matching Model of Strategic HRM Hard/Soft Model of SHRM HRM, as postulated by Storey (1992), can be divided into Hard and Soft HRM. The hard model is characterised by top-down approach where employees have little freedom to act. It can be argued that hard HRM focuses on resource component of HR, as hard HRM is instrumental and employees are considered as commodities. In this model, the focus is in the numerical management of employees so that workforce can be closely matched with the requirement. In contrast, soft HRM deals with the human aspects and enhances commitment and involvement of the employees. Perhaps, more appropriately it can be said that people are led, instead of being managed and people are involved in decision making process. HR Strategies HR Strategies outlines what the organisation intends to do regarding HRM policies and how they should integrate with business strategy. Dyer and Reeves refers HR strategies as internally consistent human resource practices. The purpose of HR strategies is to provide communication means to the intentions about how the human resources will be managed. Many different strategies are prevalent depending on the organisation. However, broadly the HR strategies are categorized into Overarching HR strategies and Specific strategies. The Overarching HR strategies describe the organisational intentions about how people should be managed to ensure organisation can develop and retain its people so as to make them committed and engaged. The Specific HR strategies set out the organisations intentions in specific areas as talent management, continuous improvement, knowledge management, resourcing, reward and employee relations (Armstrong, 2006). There are various approaches to HR strategy that can be termed as resourced based, achieving high performance management, strategic fit, high commitment management and high involvement management. In CQC, it is seen that it primarily focuses on the development of its people through continuous training and development programs. The standards and rules and regulations that are updated according to the need and situation initiates further knowledge advancement in the workforce that strengthens the efficiency of the staff. This gives the notion that CQC adopts the specific HR strategy. Criteria for successful strategy: The successful strategy is the one which works with a sense in achieving what it plans to achieve, focusing to satisfy the needs of the business. The strategy need to be based on detailed analysis, not just mere thinking, and takes account the needs of employees and managers as well as those of stakeholders. As argued by Boxall and Purcell (2003), HR planning should focus on needs of the stakeholders involved in people management and the organisation. Task 1.2 Importance of HRM in organisations An organisation needs good human resources to build a good team of workforce. The main function of HRM includes recruiting people, give training, appraisals and motivate them as well as workplace safety and communication. Huselid, Jackson and Schuler (1997) did a study on human capital of the HR department by contrasting technical vs. strategic HR manager capabilities which led to the result that technical HRM effectiveness was not related to organisational performance. However, strategic effectiveness was related to employee performance, cash flow, and market value. Researches on Strategic HRM have often considered contingent relationships to achieve a fit between HR activities with strategic outcomes. Miles and Snow (1984) proposed a strategy typology (later described as contingency approach), that showed how corporate and business strategies could be matched with HR practices. This perspective means that a set of HR practice is dependent upon the organisations strategy. The import ance of HRM in improving organisational performance is paramount. The linking pin between vertical and horizontal alignment in strategic HRM is the person-environment fit. Moreover, Werbel and Demarie (2005) proposed vertical linking between HR systems with corporate strategies through organisational competencies and horizontal link with HRM practices as means to improve organisational performance. Strategic HRM, hence links HR practices with corporate strategy and is believed that the integration between business strategies and HRM reflects in effective management of human resources, thus improving organisational performance. Task 1.3 Framework of strategic HRM The discussion on the framework of strategic HRM, here is done on the Harvard framework. Developed by Beer et al (1984), this model studies the solution for the problems of the personnel management. The model of Harvard framework suggests that HRM consists of two characteristics: 1) line managers accepts more responsibilities to ensure alignment between personnel policies and competitive strategy; 2) the personnel policies govern how activities are developed and implemented that enhances reinforcement. As supported by Boxall (1992), this model has the advantages of incorporating range of stakeholders; acknowledges a wide range of situational factors; puts emphasis on strategic choice and includes the employee influence. Fig. 2. Harvard Model of HRM (Beer et al, 1984) The Harvard Framework outlines four HR policy areas: Employee influence; Human resource flows; Reward systems and Work systems. These, in turn lead to four Cs (HR policies that need to be achieved; Commitment, Congruence, Competence and Cost effectiveness. As argued by Beer et al (1984) the long term effects of benefits and HR policies has to be evaluated at individual, organisational and societal level, which in turn must be analysed using these four Cs. The Harvard model has considerable influence over the HRM practice, and the emphasis is particularly on the fact that HRM is the action of management rather that the personnel function, in particular. Task 2.1 Analysis of the Human Resource Process The human resource process fundamentally is the process of formulation, implementation and evaluation of the HR strategies. Strategy Formulation It is necessary to consider the interactive relationship between HRM and business strategy while defining approaches to formulation of HR strategies (Hendry and Pettigrew, 1990). The strategy formulation process is effected by various external and internal factors. As identified by Formbrun (1984) political, economical, socio-cultural and technological environment are the external factors that impact the formulation process. The changes in these factors can be brought by changes in economic conditions in specific sectors, better information processing, changes in workforce/demand forecasting and political influences which effect the settings of strategic direction. Organisational culture, employees and management, HR department and its expertise are the internal factors as identified by Truss and Gratton (1994). Strategy Implementation The success of strategy implementation is dependent on the competencies of the human resources. The linkage of vertical and horizontal fit conceptualized by Graton, Hope-Hailey, Stiles and Truss (1999) seem to fit here. In vertical fit, HRM systems like performance management, recruitment and selection, training and development need to be aligned with the HR strategy, whereas, in horizontal fit the HR strategy aligns with the people and the process. Evaluation is the final process of HR process that deals with review and evaluation of the Strategy Evaluation HRM systems effectiveness and the strategic integration. The results of HRM systems in achieving strategic objectives is considered as an important part of strategic HRM where, the alignment of HRM systems in achieving strategic objectives should be evaluated for determining the strategic integration of HRM (Tichy, Fombrun and Devanne, 1982). The information generated through evaluation process provide necessary ingredients for changes in implementation process and also, is important in the context of strategy formulation. The strategic HR process can be understood by the following flowchart developed by Bratton and Gold (2007). Fig.3. Strategic HR Process (Bratton and Gold, 2007) Task 2.2 Assessment of the roles in strategic HRM Different tier of workforce in an organisation has their definitive roles in executing HR strategies. The role of the top management is providing visionary leadership and define values and purposes to set direction. It develops the business strategies and provide directive guidelines in developing functional strategies for operations, finance, marketing, production, HR and customer service etc. The front line managers, as appreciated by Purcell et al (2003), are the ones that bring HR policies to life. Purcell et al state that front line managers have great amount of discretion as their aspect of work is dealing with people. It is unlikely that the discretion to avoid putting HR ideas into practice will convert ideas into reality. Hence, the reluctance in managers to carry out ideas often result into failure of performance management schemes. Ulrich (1998) views that HR executives, to be fully fledged strategic partners with senior management, should impel and guide serious discussion of how the company should be organized to carry out its strategy. It is necessary that HR must set clear priorities of its work since, a HR staff may be loaded with various initiates in sight like, global teamwork, payfor performance and learning development experiences. A strategic approach of HRM tends to trigger HR specialist in innovation where they introduce new procedures that can increase organisational effectiveness. Ulrich (1998) identifies four specific strategic roles of HR business partner, innovator, change agent and implementer. In CQC, The board of Directors develop and formulate the strategies of the organisation which is the basis for the Chief Executive to generate the HR strategies for CQC. The Chief Inspectors and Heads of concerned departments are responsible for execution and implementation of the strategies. The regular meetings and feedbacks from the employees as well as service users are considered in the process of evaluating the HR strategies. Task 2.3 Analysis of the development and implementation of HR strategies The process of developing HR strategy is a complex process. The HR leader has to set vision and goals for the HR team, thereby the HR team develops the HR strategy which is aligned with the organisations competitive advantage. It is of prime importance that the new HR strategy does not abandon the previous strategies, however, there should be manageable changes and the implementation should be measurable (Briscoe et al, 2012). The implementation plan is developed by HR team where all the employees and managers monitor the progress of the strategy and provide necessary feedbacks. The implementation of any strategy is a difficult part which needs to be approved from the top management and has to be managed by the dedicated team. As noted by Brewster et al (2011) top management do not expect for total change in the new strategy; they look for continuity with manageable changes. Financially the implementation is expensive to operate. The top management needs to be aware of the overall co st because the implementation can get disrupted if the financial part is not carefully managed. The development of the strategic HR plan is always in alignment with the organisations business strategy. Many times it is seen that the HR team take negligible consideration of the business strategies while developing HR strategy. This can result into lack of vision of the strategy and difficulty in the evaluation of the strategy (Golden and Ramanujam, 1985). The following chart represents the alignment and procedures in developing HR plan. Fig.4 HR and Business Strategy Task 3.1 Identifying range of HR strategies The human capital uniqueness and strategic value are considered as two important components in HR strategies. Organisations need to maintain different relationship with different types of people and develop different HR strategies to manage people differentially. Below is the discussion on different types of HR strategies as proposed by Lepak and Snell (1999). Commitment HR strategy: The commitment HR strategies are for the employees with high uniqueness and high strategic value. Such strategies focus on internal development and long term relationships which develops employees to build knowledge and skills that are of prime value to the organisation. Compliance HR strategy: This kind of strategy seems suitable for the employees with low strategic value and low uniqueness where, in order to reduce administrative expenses, he outsourcing strategies are taken like peripheral functions, employees on leave arrangements and use of temporary employees. Collaborative HR strategy: Where the employees have high uniqueness but low strategic value, the strategy focuses on developing potential value in the employees and preserve the unique skills of those employees. Both the employees and organisation collaborate in using the unique skills for a shared outcome. As discussed earlier, the range of strategies can be broadly differentiated into overarching HR strategies and specific HR strategies (Armstrong, 2006). The specific HR strategies focuses on developing the strategies for certain areas. Learning and development management: In the area of learning and development management, CQC has the strategic goal of maintaining and developing required skills though continuous development programs and regular trainings on the functional skills of the employees and regularly updated governmental rules and regulations regarding health care policies. Reward strategy: The purpose in developing reward strategy lies in maintaining a high degree of motivation among the employees in CQC. The appreciation and recognition of the employees on achievement of the expected outcomes has tremendous positive impact on the CQC employees. Employee relation strategy: The nature of the operative function of CQC requires it to have a well managed inter relationship among employees across many departments. CQC organises frequent meetings and workshop programs among the employees from different departments to generate high level of collaboration and cooperation among the employees. The feedback system in CQC enables the employees for raising their voices in different aspects of their job roles. Task 3.2 Assessment of HR strategies and their application in organisation As discussed earlier, there are different types of HR strategies which are developed according to the prevalent situations and areas that need to be addressed. It is not necessary that there is one most effective strategy that can be applied in all organisations or is applicable all the time in the same organisation. The development of the strategies vary according to the necessity of the current situation that the business strategy directs. Another aspect of HR strategy application can be in terms of Hierarchy of strategy where the HR strategies can be categorised as corporate , business and functional level of strategy (Bratton and Gold, 2007). The success of the HR strategy can be measured through the degree of achievement of the expected outcome. However, Bratton and Gold (2007) argues that here is no clear focus on test of HR strategies and performance link; the different models and strategies tends to assume the alignment between HR strategy and business strategy that will improve organisational competiveness and performance. As discussed by Golden and Ramanujam (1985), there needs to be alignment between HR strategy with that of business or organisational strategy. As the vision and culture of organisation directs the business strategy. the HR strategy should be compliant with the HR vision and HR goal. The HR strategy in CQC is primarily focused on the development of employees in the field of job efficiency and knowledge on the regularly updates of governmental policies of the health care service and its regulation. This can be assumed that CQC by adopting specific HR strategy, it focuses on people oriented activities. However, CQC being a government funded organisation, it does have the strategic approach in building rigid work norms and ethics, which at times, seems to create problem in managing day to day problems of the employees like delayed submission of inspection reports, lack of regular inspections of the service providers etc.

Science Fiction: A Genre based on Imagined Future Scientific

Science fiction is a genre that is based on â€Å"imagined future scientific or technological advances and major social or environmental changes† that can challenge and disrupt traditional perspectives of morality and behaviour. Each science fiction text explores but one of the numerous possibilities of the speculative and extrapolative ideas, with the author’s own views being placed throughout the text both intentionally and unintentionally. The genre concerns itself with the understanding of both past and present societies, with the futuristic visions being the outcome. These futuristic ideals are projections of our societies throughout time and space, given that science fiction also deals with varied contexts along the space time continuum, depending on which sub-genre the text belongs to within science fiction. The genre disperses into various types of science fiction including hard-core science fiction, social science fiction, and heroic science fiction, just to name a few. The sub-genre discussed throughout this critical reading is cyberpunk, â€Å"a genre of science fiction set in a lawless subculture of an oppressive society dominated by computer technology. This sub-genre gives us a wide viewpoint as to the challenging of traditional perspectives, particularly in regards to morality and behavior. Numerous science fiction texts delve into the understandings of morality and behaviour, with the ideas within challenging traditional perspectives of the aforementioned aspects. Neuromancer, by William Gibson, is just one of these texts that explore s technology – or in this case, the controlling, and parenting attributes of technology – through the embodiment and disembodiment of the main characters, Case and Molly. Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson’s Neuromancer by Benjamin Fair, as well as The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates by Daniel Punday, are two articles that have supported the ideas of technology parenting the human race, the glorification of disembodiment, as well as the desire to become something more. The articles explore the experimentation with these ideas to extend on a person’s understanding of how science fiction challenges and disrupts traditional perspectives. Technology has driven the human race to the point that it has become a necessary part of our existence, influencing our morals and behaviour throughout every day life. Neuromancer demonstrates this, with the human body being a dystopia for Case. â€Å"A sense of disembodiment is the ideal† for the man driven to achieve his â€Å"homecoming that brings him back into contact with a network of human information,† the Matrix. Throughout Neuromancer we are shown the ways in which Case bases his identity on â€Å"an alienating system that the Matrix represents and enacts,† with his â€Å"distant fingers caressing the desk, tears of release streaking his face† when finally he is able to reintegrate with the systematic database he has been denied so long. The idea that we have become dependant on technology resonates through Gibson’s novel, with Case’s addiction to reconnecting with the Matrix driving the anti-hero to serve others while keeping his own motives in mind. Case has an urge, a need, to leave the body and connect solely with the Matrix, with this desire being positioned deep in self-loathing. This self-loathing passion for disembodiment fuels the idea of technology, and drives the anti-hero to demonstrate the ways in which technology has become a leading power within our lives, influencing our morals and behaviour, whilst challenging our traditional perspectives. Juxtaposing this fulfilling desire of disembodiment, however, we have a â€Å"reference to embodiment that affirms [physical identity] as the source of [Case’s] power. Despite the original idea of the human body being a hindrance to the technologically advanced society, we eventually see â€Å"the prison of [our] own flesh† inverting its role and becoming a source of empowerment. This gives us an overwhelming sense of self-actualisation; achieving realisations in ourselves through these experiences of embodiment and disembodiment, and freeing ourselves from the me taphorical prison of our own body. Gibson challenges the traditional perspectives of morality and behaviour through not only the affirmation of embodiment, but also the near-glorification of disembodiment. By experimenting with these bodily states, science fiction allows us to understand the challenging and disruption of morality and behaviour’s traditional perspectives. The idea that technology has become a parent figure to the human race is reiterated when Case â€Å"reflects on his involvement with larger political and social powers. † These understandings put the individual in such a position that they become a â€Å"kind of parasite within the parent organism,† which then takes the role of disassociating the individual who does not agree with, or support the goals, values and ideals of the larger system to which they belong. Gibson’s Neuromancer presents positive ways in which individuals made into the minority â€Å"retain freedom by virtue of their position on the margins,† as seen through Case’s refusal to follow structured daily life styles, and instead living his life in order to correct his bodily functions (or rather, non-bodily functions) and reintegrate with the Matrix. The human body eventually becomes a sanctuary, a safe haven from the technological advancements occurring in the outside world, â€Å"a place of security and belonging – self-acceptance – in contrast to the insecurity and alienation of cyberspace. The body becomes one’s own space, as the â€Å"issue in question is the urges behind the ideals promoted by those who find the body inadequate. † Molly exemplifies this idea as she exposes herself to numerous technological ‘enhancements,’ just one being the procedure which allows her hands to hold â€Å"ten double-edged, fo ur-centimetre scalpel blades. † These bodily adaptations echo the need to further our development both behaviourally and morally as humans, as we attempt to extend out abilities from that of humans to that of something more powerful. This desire to become something more can be understood through â€Å"the novel continually returning to the uneven spaces where the parts of individuals are assembled into some whole. † The idea of one part trying to do many jobs is clearly not going to be as efficient as many parts focusing on one role, and fulfilling that purpose extremely well. By adding onto our existing beings, we allow ourselves to grow and have more components added to our original form. However, the more additions we make, the more chances of the final form falling apart, as demonstrated in Gibson’s novel when â€Å"[Case] watched [Linda’s] personality fragment, calving like an iceberg, splinters drifting away. † Similar to a machine, if you add too many components, it is easier for one to malfunction, bringing the remaining crashing down. Despite this knowledge being instilled in humanity, we still experience needs to be something more powerful that what we already are. This in itself is humanity’s greatest downfall: the knowledge that while becoming more powerful, we are becoming more likely to fail. This drive for power challenges the traditional views on morality, with the desire overcoming our righteousness in some cases, leading us to be an anti-hero in our own lives. Reinforcing the idea that we are made of distinct, individual parts, Gibson has Peter Riviera recreate a holographic representation of Molly, â€Å"visualizing some part of her, only a small part, if [Riviera] could see hat perfectly, in the most perfect detail†¦Ã¢â‚¬  then he could understand that the â€Å"process of assemblage depends on a fundamental tension between the physical and the imaginative. † These contradictory ideas represent the ideas behind an object, with each perfected product, be it human, object, material or notion, there is an imaginative idea that led to the production or design. Obviously this does not need to refer only to a product, h owever. A person’s identity is made up of an imaginative idea combined with a physical ‘shell,’ and one without the other leaves an uninterpretable chaos of thoughts or actions. This imaginative idea is what influences our very life, guiding our moral compass as we endeavour to live with experimentation in our morals and behaviour. Science fiction is a genre that challenges ideas of present societies, and projects them into the future, creating texts that reinforce themes that disrupt traditional perspectives of morality and behaviour. Through the exploration of technology parenting the human race, the glorification of disembodiment, as well as the desire to become something more, the articles (Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson’s Neuromancer by Benjamin Fair, and The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates by Daniel Punday) have increased the understanding of how science fiction experiments with morality and behaviour to challenge traditional perspectives. These ideas have been collected from William Gibson’s, Neuromancer, and been studied and explained throughout the aforementioned articles. The essentiality of technology is enforced, while the juxtaposition of disembodiment is discussed in detail throughout the articles, as they also bring up the issue of technology parenting the human race, complimenting the desire to become something more than what we are. The idea that we are made up, created and maintained of distinct individual parts is again explored throughout the entire novel, with references being placed within the text. These ideas challenge and disrupt traditional perspectives, while increasing one’s understanding of the text, Neuromancer, by William Gibson. ——————————————– [ 1 ]. New Oxford American Dictionary, Third Edition [ 2 ]. ibid. [ 3 ]. William Gibson (1995): Neuromancer, Paperback edition [ 4 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 92-103 [ 5 ]. Daniel Punday (2000): The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 3, No. 2, pp. 194-213 [ 6 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 98 [ 7 ]. Daniel Punday (2000): The Narrative Construction of Cybers pace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 63, No. 2, pp. 200 [ 8 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 8 [ 9 ]. William Gibson (1995): Neuromancer, Paperback edition, pp. 69 [ 10 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 98 [ 11 ]. William Gibson (1995): Neuromancer, Paperback edition, pp. 12 [ 12 ]. Daniel Punday (2000): The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 63, No. 2, pp. 201 [ 13 ]. ibid [ 14 ]. ibid [ 15 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 99 [ 16 ]. ibid [ 17 ]. William Gibson (1995): Neuromancer, Paperback edition, pp. 37 [ 18 ]. Daniel Punday (2000): The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 63, No. 2, pp. 202 [ 19 ]. William Gibson (1995): Neuromancer, Paperback edition, pp. 16 [ 20 ]. William Gibson (1995): Neuromancer, Paperback edition, pp. 67 (ellipsis in original) [ 21 ]. Daniel Punday (2000): The Narrative Construction of Cyberspace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 63, No. 2, pp. 203 [ 22 ]. Benjamin Fair (2005): Stepping Razor in Orbit: Postmodern Identity and Political Alternatives in William Gibson's Neuromancer, Critique: Studies in Contemporary Fiction, pp. 92-103 [ 23 ]. Daniel Punday (2000): The Narrative Construction of Cy berspace: Reading Neuromancer, Reading Cyberspace Debates, College English, Vol. 63, No. 2, pp. 194-213

Leadership In Relation to Change Management - Free Essay Example

Sample details Pages: 8 Words: 2478 Downloads: 2 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Introduction Cyert (1990: 29) defines leadership as the ability to get participants in an organisation to focus their attention on the problems that the leader considers significant. The functions of leadership considered by Cyert (1990: 29) therefore align to organisational, interpersonal and decisional actions. In light of increased attention being directed towards the heightened levels of dynamism found in the global business environment, an emerging interest is being directed towards the need to explore how leadership relates to organisational actions and, importantly, change management (Teece, 2009; Beerel, 2009). Don’t waste time! Our writers will create an original "Leadership In Relation to Change Management" essay for you Create order Change is an on-going part of any firms strategy and is a strategy which has proven to be significantly related to a firms ability to perform and sustain competitive advantage (Kavanagh Ashkanasy, 2006). The postmodern era thus demands that organisations are able to deal with change as a constant dynamic within the firm (Hayes, 2007; Teece, 2009). As such, attention is directed within this essay towards the influence of different types of leadership on promoting a change vision within the firm (Anderson Anderson, 2010). Change and leadership Gill (2002) argues that change requires effective leadership to be successfully introduced and sustained (p.307). Combining an understanding and translation of vision, values and strategy coupled with inspiration is argued by Gill (2002) to promote a more sustainable change approach within the firm. This essay introduces four leadership theories: authoritarian, democratic, transformational, and transactional, and discusses their approach in relation to change management. Stemming from this it is argued that there is a need to adopt a situational based approach to leadership to assume the flexibility and adaptability required to support change within the firm (Steers, Sanchez-Runde Nardon, 2012). Change and the role of autocratic leadership Early studies of leadership including that of the theoretical development of Great Man Theory approached leadership from a trait perspective and argued that there were characteristics within a leader, which made them successful. This theoretical position thus supported the contention that leaders were born and not made (Hoffman, Woehr, Maldagen-Youngjohn Lyons, 2011). One of the earliest approaches to leadership, Great Man theory paved the way for a study of the leader as a separate entity to those within the firm. Aligned to this, autocratic styles of leadership promoted a separation between the leader and his employees. Autocratic leaders are therefore leaders who impose a style, which is characterised by individual control over decisions within the firm. This type of leadership style results in little opportunity for input from employees, with the leader instead dictating decisions across the firm (Van Vugt, Jepson, Hart De Cremer, 2004). Aligning this to the context of change management, this is a leadership style which has been shown empirically to hinder the progress of change within the firm (Bennis, 2000). As seen in Kotters eight stage model of change, change can be approached in a prescriptive, diagnostic manner. Kotter (1996) argues that in order for change to be sustained within the firm there is a need to ensure high levels of employee involvement. This employee involvement is needed to overcome the deeply rooted structural inertia related to change processes as presented in the work of Hannan and Freeman (1984). Hannan and Freeman (1984) argue that change challenges the equilibrium within the firm, and thus there is a need to lead change in a way which lowers resistance through employee involvement. Autocratic leadership therefore offers no room for this involvement and is thus linked to higher levels of employee resistance and a lack of stability as part of the change programme (OToole, 1995). Denton (1996) argues that autocratic change go es against the simple rules of change by failing to appreciate the need to gain input from employees to sustain and in turn operationalize change. Despite the negative associations between an autocratic style of leadership and change there are times when autocratic styles of change may be suitable. For example, reflecting upon the different types of change presented by Gersick (1991) autocratic styles of change may be appropriate for those firms having to make a dramatic, time pressurised change under a punctuated equilibrium approach. The quick decision making processes aligned to this form of leadership would speed up the change process and would enable one individual to take control of the change to ensure a consistent approach. It is however widely noted that whilst elements of autocratic leadership may be appropriate in terms of pressurised change, the overall style of autocratic leadership in its entirety fails to allow for change to foster and develop in an effective way a cross the firm (Burke, 2013). Change and the role of democratic leadership Moving towards a greater capacity to allow for employee involvement, democratic forms of leadership promote an open, collaborative form of leadership, which seek to facilitate conversations within the firm through the promotion of sharing ideas across all levels within the firm. Considered to be a leadership style, which supports flexibility within the firm, this type of leadership is positively aligned to change practices within the firm (Foels, Driskell, Mullen Salas, 2000). Foels, Driskell, Mullen Salas (2000) for example argue that democratic leadership has the potential to enhance the satisfaction of employees during change. It does so by supporting employee involvement, which Kotter (1996) argues facilitates a more sustainable approach to change by lowering damaging forms of employee resistance. Under democratic leadership styles, employees feel fostered and feel valued to share their opinions. This can in turn result in a greater development of change options with employee s being able to directly influence the direction of change. This type of leadership is most successful when aligned to gradualist, evolutionary forms of change within the firm. Intentional, planned change can be supported by democratic conditions, which allow the time to involve all. This however is associated with challenges largely related to the time it can take to make a decision under this leadership style. Unlike autocratic forms of leadership where one person makes the decision, democratic leaders draw on as many perspectives as possible, which can slow down the rate of change. Sustainable under planned change, the democratic leadership style would be less suited to conditions of punctuated equilibrium change. The changing vision of leadership Whilst autocratic and democratic styles of leadership were considered to be viable leadership options in the 1980s/1990s, todays business environment demands a more aspirational, visionary approach to leadership driven by dynamism and the rising power of employees. The transformational leadership style is a style, which epitomizes passion and inspires positive changes across the organisation. Both process and people driven, transformational leaders relate to the need to understand employees within the firm. Moving towards a more personalised form of leadership, this leadership style has been positively related to effective and sustainable approaches to change within the firm (Avolio Yammarino, 2013). Eisenbach, Watson Pillai (1999) for example argue that transformational leadership is the most appropriate approach to change due to the passion and inspiration it promotes. This in turn supports the prescriptive model of Kotter (1996), which highlights the importance of creating and maintaining a momentum for change (Carter, Armenakis, Field Mossholder, 2013). In an empirical study by Carter, Armenakis, Field Mossholder (2013) transformational leadership was shown to improve the quality of change and the relationship quality between leaders end employees. This was further supported by Paulsen, Callan, Ayoko Saunders (2013) who argue that transformational leadership supports innovation during times of major change. Supported by findings from employees, Paulsen et al (2013) showed that employees were most influenced by transformational leaders and this in turn inspired a greater engagement with the change environment. Change and the role of transformational leadership Adopting a personal approach to change, transformational leadership has been praised for its ability to lower resistance to change. As widely noted across the change management literature, resistance to change can be a hinder to the effectiveness and sustainability of change (Hayes, 2007). Resistance can thus be debilitating for those firms who have to change to survive. Oreg Berson (2011) thus show that under the umbrella of transformational leadership, employees are less likely to resist large-scale organisational change. Change values were positively related to the passion inspired by the transformational leader. This leadership style is therefore effective at eliciting change, which is inspirational. This approach may be appropriate during a large-scale change where there is a need to instil employee confidence and trust. Supported by the change management literature, transformational leadership supports many of the stages of the change process to ensure that any change is dee ply rooted in the new culture of the firm. In particular, this type of leadership has been aligned to a continual, evolutionary process of change, which again is deemed to be best suited to this style. Whilst transformational leadership is aligned to a number of core advantages, it is again in a similar vein to democratic leadership related to slower forms of decision-making compared to more autocratic styles of leadership. It is therefore important to create a culture within the firm where change is planned and incremental in nature. This is supported by the link between incremental change and the overall sustainability of change (Gersick, 1991). Change and the role of transactional leadership The final leadership style considered within this essay is that of transactional leadership. The transactional approach to leadership refers to a leadership style, which directs followers in the self-interests of the leader. Whilst transformational leadership has democratic foundations, transactional approaches motivate employees to perform by aligning rewards to the wider strategic goals of the firm. In the context of a change management programme, an employee would be rewarded for facilitating new changes within the firm but would be punished if they failed to operationalize the changes implemented. The exchanges between the leader and his followers are therefore exchanges based upon the achievement of wider organisational goals. Supported by the clear articulation of change goals, this is a leadership style, which is considered to achieve order in light of change (Bono, Hooper Yoon, 2012). As shown in the work of Zhu, Riggio, Avolio Sosik (2011) when directly compared to tr ansformational leadership, transactional leadership approaches were not as successful when leading change. However, both have the potential to enhance the employees motivation to change. The success of the transactional style of leadership is however dependent upon the type of people within the firm. This type of leadership works best when the clear aspects of change can be defined and translated into achievable goals. Aligned to goal setting theory, this is an approach which works well with those employees who are motivated by challenging environments. With a speedier change process than transformational leadership, transactional styles balance the motivation for change with the need to operationalize it in an efficient manner. This is therefore an approach, which is often coupled with transformational styles with academics arguing that a dual focus on both is the most sustainable solution (Zhu, Riggio, Avolio Sosik, 2011). Conclusion In conclusion, this essay has detailed four individual approaches to leadership and has discussed the pros and cons of each style. Arguing that perhaps what is needed is a move towards more situational forms of leadership, this essay states that situational leadership offers an approach to change which aligns to the flexibility and adaptability required in the external business environment (Thompson Glaso, 2015). Reflecting upon an emerging trend within the leadership literature, situational leadership refers to a combination of different styles dependent upon the situation. This therefore supports discussions within this essay where the pace of change dictates the suitability of different styles. In light of heightened dynamism, adaptability is key and thus adaptability is also key to the leadership style adopted. Perhaps therefore the most suitable leadership style to elicit change is one where emphasis is placed on having an appreciation of the most suitable style for the situa tion at hand. This is thus an approach, which requires leaders to have the skills to switch between different styles when appropriate. References Anderson, D., Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Avolio, B. J., Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead (Vol. 5). Emerald Group Publishing. Beerel, A (2009) Leadership and change management. London: SAGE publications. Bennis, W. G. (2000). Managing the dream: Reflections on leadership and change. Da Capo Press. Bono, J. E., Hooper, A. C., Yoon, D. J. (2012). Impact of rater personality on transformational and transactional leadership ratings. The Leadership Quarterly, 23(1), 132-145. Burke, W. W. (2013). Organization change: Theory and practice. London: Sage Publications. Carter, M. Z., Armenakis, A. A., Feild, H. S., Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavio r, 34(7), 942-958. Cyert, R. M. (1990). Defining leadership and explicating the process. Nonprofit Management and Leadership, 1(1), 29-38. Denton, D. K. (1996). Four simple rules for leading change. Empowerment in organizations, 4(4), 5-9. Eisenbach, R., Watson, K., Pillai, R. (1999). Transformational leadership in the context of organizational change. Journal of Organizational Change Management, 12(2), 80-89. Foels, R., Driskell, J. E., Mullen, B., Salas, E. (2000). The effects of democratic leadership on group member satisfaction an integration. Small Group Research, 31(6), 676-701. Gersick, C. J. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of management review, 16(1), 10-36. Gill, R. (2002). Change managementor change leadership?. Journal of change management, 3(4), 307-318. Hannan, M. T., Freeman, J. (1984). Structural inertia and organizational change. American sociological review, 149-1 64. Hayes, J (2007) Theory and practice of change management. London: SAGE publications. Hoffman, B. J., Woehr, D. J., Maldagenà ¢Ã¢â€š ¬Ã‚ Youngjohn, R., Lyons, B. D. (2011). Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness. Journal of Occupational and Organizational Psychology, 84(2), 347-381. Kavanagh, M. H., Ashkanasy, N. M. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17(S1), S81-S103. Kotter, J.P (1996) Leading change. Boston: Harvard University Press. Oreg, S., Berson, Y. (2011). Leadership and employees reactions to change: the role of leaderspersonal attributes and transformational leadership style. Personnel Psychology, 64(3), 627-659. OToole, J. (1995). Leading change (p. 148). San Francisco: Jossey-Bass. Paulsen, N., Callan, V. J., Ayoko, O., Sa unders, D. (2013). Transformational leadership and innovation in an RD organization experiencing major change. Journal of Organizational Change Management, 26(3), 595-610. Steers, R. M., Sanchez-Runde, C., Nardon, L. (2012). Leadership in a global context: New directions in research and theory development. Journal of World Business, 47(4), 479-482. Teece, D.J (2009) Dynamic capabilities: organizing for innovation and growth. Oxford: Oxford University Press. hompson, G., GlasÃÆ' ¸, L. (2015). Situational leadership theory: a test from three perspectives. Leadership Organization Development Journal, 36(5). Van Vugt, M., Jepson, S. F., Hart, C. M., De Cremer, D. (2004). Autocratic leadership in social dilemmas: A threat to group stability. Journal of Experimental Social Psychology, 40(1), 1-13. Zhu, W., Riggio, R. E., Avolio, B. J., Sosik, J. J. (2011). The effect of leadership on follower moral identity: Does transformational/transactional style make a differenc e?. 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The Criminal Justice System A Diverse System Used Around...

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